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The evidence desk · Research & judgment

What the evidence earns.

Keep the useful finding. Keep its limits. Then decide what would justify changing the way your team sells.

Research findings, official product descriptions, publisher-supplied case figures and editorial recommendations are separate forms of evidence.

Read the full 100-page guide

Primary research · Source-checked

Three findings. Three boundaries.

40%

less time on professional writing tasks

Faster writing is not faster selling.

Noy and Zhang’s 2023 randomised study of 453 college-educated professionals reported 40% lower completion time and 18% higher assessed quality on incentivised writing tasks with ChatGPT.

What it does not prove

Writing tasks and evaluator scores, not prospecting response, win rate or total editorial cost. Do not apply 40% to an entire sales workflow.

The sales leader’s next decision

Trial assistance on one writing task. Include research, checking and revision in total effort; blind-review factual accuracy and usefulness.

Noy & Zhang · Science · 2023 ↗Guide, page 26 ↗

14%

more issues resolved per hour

Better support throughput is not a conversion claim.

The 2023 working-paper version of Generative AI at Work studied 5,179 customer-support agents and reported an average productivity improvement of roughly 14% following introduction of an AI assistant.

What it does not prove

The quoted estimate is from the 2023 version; later estimates differ. Customer-support resolution is not a sales experiment, and benefits varied with worker experience.

The sales leader’s next decision

Assess novice and experienced sellers separately. Measure whether assistance produces a correct, usable next action—not merely a confident answer.

Brynjolfsson, Li & Raymond · NBER working paper 31161 · 2023 version ↗Guide, page 27 ↗

758

consultants in a field experiment

Choose the task before choosing the AI.

Dell’Acqua and colleagues studied 758 consultants on tasks inside and outside the tested AI capability frontier. Performance depended on the task; an overall product verdict conceals that difference.

What it does not prove

Consulting tasks with a specific model and experimental design. The study is not a leaderboard for today’s CRM, conversation-intelligence or prospecting vendors.

The sales leader’s next decision

Separate account facts, interpretation and recommendations. Test each against a reference rubric and keep an explicit stop condition for material errors.

Dell’Acqua et al. · Harvard Business School working paper · 2023 ↗Guide, page 28 ↗

Version note: the 2025 published Generative AI at Work study reports 5,172 agents and 15% average productivity improvement; the guide explicitly uses the 2023 working-paper estimate. Published version ↗

Reading vendor evidence

A case study is not your forecast.

Commissioned economic models

LinkedIn’s 2023 Forrester summary reports 312% ROI over three years and payback under six months. It is commissioned, modelled evidence based on customer interviews—not a causal trial or your expected return.

LinkedIn / Forrester summary ↗

Selected customer outcomes

Gong’s platform page attributes a 30% lead-conversion increase to Frontify. The reviewed passage does not establish the denominator, baseline, window or control group. Treat it as a selected customer report.

Gong platform page ↗

Marketing metrics

Apollo advertises more meetings and time savings. Without a visible method for the quoted figures, they are vendor claims—not substantiated inputs to a procurement ROI model.

Apollo engagement page ↗

From the publisher’s field guide

Eight numerical cases worth examining.

Provenance: publisher-asserted, not independently verified

The publisher identifies these figures as real. The supplied guide explicitly labels pages 85–92 fictional, with invented data and quotations. We retain the numbers and analyse their arithmetic, but the underlying records have not been supplied to reconcile that conflict. These are not verified results from this site, its archive or its adviser; the guide’s fictional labels remain part of their provenance. No sample testimonials are reproduced as real endorsements.

Guide page 85 · Document-labelled fictional / publisher-asserted real

Homepage promises

4.0% → 5.8%

40/1,000 versus 58/1,000 eligible visitors confirmed subscriptions. Change: +1.8 percentage points; +45% relative.

The approximate difference interval spans zero. More observed signups are not a proven lift; assignment and repeated monitoring matter.

Observation window: Not specified in the guide.

Inspect the original case and labels ↗

Guide page 86 · Document-labelled fictional / publisher-asserted real

Acquisition versus useful action

More signups. Less first use.

Each offer: 1,500 visitors. Editorial sample: 90 signups, 36 first-use actions. Worksheet: 120 signups, 30 actions. Visitor-to-use rates: 2.4% versus 2.0%; subscriber-to-use rates: 40% versus 25%.

The stronger signup rate does not automatically create the stronger reader relationship. Offline use may not be observed.

Observation window: Same period; duration not specified.

Inspect the original case and labels ↗

Guide page 87 · Document-labelled fictional / publisher-asserted real

Paid proposal clinic

$570 contribution

18 places × $75 = $1,350 gross. $300 cash costs + 12 staff hours × $40 = $780 included costs. 16 attended, 12 submitted a revision, 8 replied later and 5 of those 8 reported applying it.

Contribution excludes overhead, tax and omitted costs. Five of eight respondents is not the application rate for all attendees; no sales close-rate outcome was measured.

Observation window: One clinic; later feedback timing not specified.

Inspect the original case and labels ↗

Guide page 88 · Document-labelled fictional / publisher-asserted real

Assisted editorial production

25 minutes saved—not 55

12 assignments: 6 standard, 6 assisted. Initial production: 210 versus 155 minutes. Verification/final editing: 35 versus 65. Total: 245 versus 220 minutes, about 10.2% less.

Account for the whole workflow. The guide assumes all assignments meet the quality standard; these averages do not establish failure rates or long-run savings.

Observation window: 12-assignment pilot; calendar duration not specified.

Inspect the original case and labels ↗

Guide page 89 · Document-labelled fictional / publisher-asserted real

Sponsorship economics

−$100 after staff cost

$1,000 sponsorship revenue − $600 external costs − 10 staff hours × $50 = −$100 contribution. Cash-only accounting would show +$400. 20 tracked destination visits; purchases unavailable.

Do not mistake cash surplus for sustainable contribution. Without an exposure denominator, neither click-through rate nor conversion can be calculated.

Observation window: One campaign; duration not specified.

Inspect the original case and labels ↗

Guide page 90 · Document-labelled fictional / publisher-asserted real

Archive usability

18 usable out of 30

30 prominence-selected resources: 18 verified usable, 8 historical records without usable assets, 4 uncertain. Usable share of this selected set: 60%.

This is not a random archive sample. Do not extrapolate 60% to the site’s 208 resources or classify uncertain captures as failures.

Observation window: Audit timing and duration not specified.

Inspect the original case and labels ↗

Guide page 91 · Document-labelled fictional / publisher-asserted real

Reader re-engagement

60 returns · 45 opt-outs

1,000 apparently inactive subscribers contacted. 60 performed a return action within 14 days (6%); 45 unsubscribed (4.5%).

Without an untreated group, 60 returns are not 60 incremental returns. Recorded inactivity may misclassify active readers.

Observation window: 14 days for return action; a separate opt-out window is not stated.

Inspect the original case and labels ↗

Guide page 92 · Document-labelled fictional / publisher-asserted real

Adviser quality evaluation

80% passed. Three severe failures.

40 constructed tasks: 32 pass, 8 fail. Three failures severe: an invented client fact, an unjustified scope recommendation and an unsupported evidence claim. Severe failures: 7.5% of all tasks.

Average pass rate can hide unacceptable harm. Constructed tasks do not establish real-use performance; no numerical retest result is supplied.

Observation window: Evaluation dates and duration not specified.

Inspect the original case and labels ↗

Read the denominator

What did the rate actually change by?

A move from 10% to 15% is five percentage points, or 50% relative growth. Neither proves the intervention caused the change. Compare equivalent cohorts and observation windows.

Enter both cohorts to calculate the change.

The leadership discipline

What to bring into the next sales review.

01

Start with a decision

Name the work that is failing: missing follow-up, poor-fit outreach, uncertain scope or weak coaching. A feature is useful only if it changes that work.

Editorial application · Guide pages 29–34, 41–44

02

Keep unknowns visible

Separate buyer-confirmed facts, seller inferences and open questions. A populated CRM field or fluent meeting summary is not proof that the buyer agreed.

Editorial application · Guide pages 37, 48

03

Count the full cost

Seats are only the beginning. Include implementation, enrichment, recording, integrations, checking, maintenance and the manager’s attention.

Editorial application · Guide pages 65–72

04

Keep a claim ledger

For every number, retain the population, denominator, time window, comparison and source. Distinguish a percentage-point change from a relative percentage change.

Editorial application · Guide pages 45, 49

05

Give failure a place

Record lost, declined and postponed opportunities—not just wins. Better qualification may reduce proposals sent while protecting delivery capacity.

Editorial application · Guide pages 30, 34, 47

06

Decide what would stop the test

Choose the main outcome and a guardrail before looking at results. Do not keep a tool that saves drafting time but creates material factual or privacy errors.

Editorial application · Guide pages 73–84